Resource Overview

The process of finding and hiring the best-qualified candidate for a Quality and/or Health IT job in your health center is time-intensive and challenging. Having job vacancies or recruiting the wrong person can cost the organization in terms of real money, time spent, morale, and productivity. Successful hiring requires refining the recruitment process, which includes analyzing the requirements of a job, attracting employees to that job, screening and selecting applicants, and hiring the new employee to the organization.

This section includes resources to help you define and refine your recruiting methods.  These are tools that have been tested by health centers in the field and are proven to work. These resources reflect the combined experience of several successful health centers around the country.

Also available are templates for Health IT Job Functions and samples of Health IT Job Descriptions.

Health IT Staff Recruitment Tools
HITEQ Center

Leadership Cultivation and Buy-In – Annotated Articles

Articles on improving care, population health management, value-based payment models

This is a collection of nine articles which are intended to provide data and other key information that health center staff can use to persuade their colleagues and leadership to more fully integrate quality and health information technology into health center operations.

These nine articles are sorted into three categories: Improving Care; Population Health Management; and Value-based Payment Models. Each summary includes a link so the reader may download and read the article in its entirety. 



  • Clinicians Are Using Data From Public Reports on Their Performance to Improve Care [Robert Wood Johnson Foundation]
    • Lessons from a few of the 16 grantees participating in the Robert Wood Johnson Foundation’s Aligning Forces for Quality (AF4Q) initiative that discusses how transparency and collaboration can impact patient care.  For example, until one collaborative in Oregon began reporting the percent of women screened for chlamydia some practices were unaware that the U.S. Preventive Services Task Force recommends regular chlamydia screenings.
  • Restructuring Care In A Federally Qualified Health Center To Better Meet Patients’ Needs [Health Affairs]
    • Clinica Family Services in Colorado restructured its appointment system to offer same-day appointments for comprehensive services, and group visits, especially to provide pre-natal care.  As a result, Clinica prevented 40 pre-mature births (as compared to a year earlier), resulting in one-year savings of $2.1 million.  This project also illuminated the difficulty of providing intensive care that is not fully reimbursed by Medicaid.
  • Pursuing the Triple Aim: The First 7 Years [Millbank Memorial Fund]
    • The authors from the Institute for Healthcare Improvement (IHI) analyzed how the implementation of the Triple Aim has progressed.  This longitudinal and comprehensive article describes three major principles that guided the organizations and communities participating in this study: creating the right foundation for population management, managing services at scale for the population, and establishing a learning system to drive and sustain work over time. 



  • Making Population Health Work at an FQHC: One CIO’s Experience [Healthcare Informatics]
    • The Vice President of Information Systems at Unity Health Care in Washington, DC speaks about her organization’s shift to harnessing EHR data to care for their patients.  She discusses some of their challenges, such as having updated patient demographic data, along with some of their successes, including hypertension and colon cancer screening.
  • The Road to Population Health: Key Considerations in Making the Transition [McKinsey & Company]
    • A power point presentation that accompanied a webinar, this 2012 presentation lays out the context for transitioning to population health management, and how the transformation will impact payors, providers, and organizations.  The slides include comprehensive information including descriptions of different models of population health management, case studies, skills necessary for organizations to succeed with population health management, and how services delivered across the care continuum could differ after a successful transition to population health management.
  • Three Key Elements for Successful Population Health Management [The Advisory Board] 
    • Transforming to payment models based on population health management requires careful planning.  This paper discusses three elements that have proven to be cornerstones of these transformations: information-based clinical decision-making, primary care led clinical teams, and deep patient engagement.






Documents to download


This resource collection was compiled by the HITEQ staff with portions contributed by Chris Espersen, HITEQ Advisory Committee member and Independent Contractor and Past President of Midwest Clinicians Network; Shane McBride, Independent Contractor and Past Vice President of Quality and Clinical Systems at South End Community Health Center; Chris Grasso, Associate Director for Informatics & Data Services- The Fenway Institute; and Ed Phippen, Principal - Phippen Consulting, LLC.

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The Quadruple Aim
Quadruple Aim

A Conceptual Framework

Improving the U.S. health care system requires four aims: improving the experience of care, improving the health of populations, reducing per capita costs and improving care team well-being. HITEQ Center resources seek to provide content and direction aligned with the goals of the Quadruple Aim

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